Canadian HR Reporter

CANADIAN HR REPORTER JUNE 2019 22 FEATURES IN FOCUS: HR TECHNOLOGY Exploring the latest in HRMS technology From chatbots to blockchain to virtual reality, there's plenty for HR to learn By Ian Turnbull V endors of HR, payroll and time management regularly promote the latest technology on offer. And while these tools all sound very interesting, some employers are still unsure about the benefits. Here's a rundown of the latest offerings: Artificial intelligence (AI): is is what makes a robot vacu- um smarter than us. Imagine ro- botic thinking. It can be applied in many situations, especially those that are more administra- tive. Not only can it be more effi- cient and effective than people, it can also remove bias, intended or not. At this stage, it is suggested AI be used to augment human in- put rather than replace it. To use AI, you must be able to clearly define your processes, de- cision options, and any criteria that needs to be considered. Biometrics: is ranges from finger or palm prints, retina scans, or RFID (radio frequency identification) chips embedded under the skin. Used primarily as security tests for access to build- ings or systems, they are expen- sive and in limited use, and have experienced challenges based on religious beliefs. Bitcoin and blockchain: Bit- coin is the first of many crypto- currencies that exist only in the digital world. Bitcoin is known as the favoured currency of criminals because it completely avoids the banking system with its audit trails and links to policing agencies. Blockchain is a digital ledger of transactions, such as those when people buy or sell bitcoin. Block- chain can unlink processes and create cross-platform architec- ture that makes volume process- ing more effective and efficient. Bitcoin can be bought or sold by individuals or organizations, but because cryptocurrencies are not part of the banking system, they also do not offer traditional safe- guards. At this early stage, block- chain is probably best left to very large firms. Bring your own device (BYOD): Organizations are un- able to stop employees from bringing personal devices (such as laptops, tablets and smartphones) to their workplace and using those devices to access privileged com- pany information, applications and databases. ree-fourths (77 per cent) of the respondents to a 2016 survey by Syntonic said they expect per- sonal smartphone use for work purposes to increase in the next six to 12 months. And 87 per cent of companies are dependent to some extent on employees' abil- ity to access mobile business apps from their personal devices. e challenge for organizations is how to control access and how to maintain security and privacy. Meanwhile, research is divided on the pros and cons of BYOD. It's a good idea to work with IT to es- tablish a policy and the means of enforcement. Business intelligence: is is a business approach (and sometimes involves specialized systems) to combine data and provide analysis across an entire organization. It in- cludes the concept of "big data" — data from across an organization that is too voluminous or complex to be analyzed by a single system like a human resources manage- ment system (HRMS). Neither concept works unless the core data is complete and accurate. Chatbots: We have all expe- rienced a chatbot when we skim shopping websites. at use mod- els how chatbots could be used by HR — as part of a website, perhaps providing information to workers about employee benefits or orga- nization events, for example. ey could also be used to provide em- ployer information to potential workers. Unlike several other technologies on this list, the chat- bot concept is ready for use by an organization. The cloud: This means the servers where an HRMS could reside — not inside an office. It also implies a system that is es- sentially one-size-fits-all. IT may like it because it reduces direct in- vestment in IT equipment inside an organization and can simplify system management. It can also make mobile access easier. Gamification: ese are activi- ties and processes to solve prob- lems by using or applying the characteristics of game elements. In HR, it can be used to improve recruitment and evaluation and learning, and it is generally con- sidered to be an effective tool. Virtual reality: VR, and its companion, augmented reality (AR), use ski-style goggles (and sometimes earphones and ava- tars) to simulate and immerse us- ers in environments that can be fantasy or reality. The concept goes back at least to the 1950s and is still experiencing development. Various militaries have used the technology for training pur- poses and there have been train- ing developments in health care, as well. As exciting and useful as it may seem, it is expensive and a long way from being a proven and affordable technology. Workflow: The term may mean different things to different people (and software vendors) but is essentially process mapping gone wild. Imagine a performance management form that is sent from HR to workers and supervi- sors where it bounces back and forth before eventually returning to HR — hopefully completed and signed. Now imagine the same scenario in an electronic form — that's it. Properly implemented, it can significantly increase process efficiency and effectiveness while reducing the demand for paper and filing cabinets. Social media: When it comes to the likes of Facebook, Snap- chat, Twitter, Instagram, You- Tube or Pinterest, along with texting and email, there are three key issues HR needs to be con- cerned about: First, a documented trail. Us- ing any of these tools except email may leave trails around the digital universe, but not in a linked, trace- able manner. Unless everything is printed and filed — which sort of negates the idea of digital commu- nication — any communication to or from workers will not form part of a worker's record. at's bad. Second (and third), are the co-joined issues of privacy and security of personal data. Even if IT has wonderful security mea- sures in place, none of these tools offer reliable security (and, there- fore, privacy) — as seen with the recent flurry of concerns about Facebook. Many of these technological offerings sound exciting, and they are. e breadth and depth of technological innovation is in- spiring. But these offering are dis- tractions from a key task for HR: To have a fully functional HRMS that contains complete and accu- rate data. Ian Turnbull is managing partner of Laird & Greer HR Management in To- ronto, specializing in HR, payroll and time management system selection. He can be reached at (416) 618-0052 or at iturnbull@lairdandgreer.com. To use AI, you must be able to clearly define your processes. Credit: everything possible (Shutterstock) GET LISTED IN THE HR VENDORS GUIDE Visit hrreporter.com/hr-vendors-guide HR Professional Development Description: Faccaerio. Name volore pre et atur. Cerumqui consedi seraectis eos magnisi nvenihi lliquist qui accum de pres experis testior eperest que ventust qui re volorum quatat. Ed et aut aut harunt aut fugitata iur. Cerumqui consedi seraectis eos magnisi nvenihi lliquist qui accum de pres experis testior eperest volorum quatat. Training and Development Description: Faccaerio. Name volore pre et atur. Cerumqui consedi seraectis eos magnisi nvenihi lliquist qui accum de pres experis testior eperest que ventust qui re volorum quatat. 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